This is my case study and below that areall the questions that have to give an answer to the case study so please help me out thanks.

These are the questions that need to give an answer to the above case study

RYAN W. BUELL HARVARD BUSINESS ESS | SCHOOL 9-617-011 REV JANUARY 10, 2020 PO Breakfast at the Paramount Michael Conlon watched from the curb as a particularly dedicated high school crew coach carefully shepherded several large bags, containing 14 breakfasts that were packed in to-go boxes, out of the Paramount and into an idling van on Charles Street. The van and the rowers inside it were departing for a meet at Dartmouth College, 126 miles up the road in Hanover, New Hampshire, and the Western omelets, Belgian waffles with fruit, home fries, and sausage would provide much-needed sustenance for their journey. "Eat the eggs first," advised Conlon. "The waffles will hold up well, but the eggs will get cold quickly because they're porous. Nobody wants to eat cold eggs." For Conlon, who had owned the Paramount, a popular 44-seat diner in the Beacon Hill neighborhood of Boston, Massachusetts, since 1997, this exchange threw into sharp relief a growing challenge facing his restaurant. Carryout orders now represented approximately 10% of sales, and that trend was on the rise. "If we get a carryout order for three pancakes and two omelets, the guy who's on the omelet station has to cook those things before he can take the next order," described Conlon, "and that slows down the line." It was not yet 9:00 am, and already the line of hungry customers snaked through Conlon's restaurant and stretched out the door. The line was attributable to the Paramount's popularity and to an unorthodox seating policy that dated back to the restaurant's original owners (see Exhibit 1). As described on a sign in the dining room, customers were not allowed to sit before they got their food. Due to the high volume of customers and limited number of seats (see Exhibit 2 for a floor plan), allowing customers to sit first would constrain the number of meals the Paramount could serve. Because of this policy and the restaurant's popularity, it was not uncommon for a customer to wail in line for more than an hour before ordering breakfast on a busy weekend morning. "It used to be just dine-in customers," explained Conlon, "but carryout is becoming much more popular." What started as regulars occasionally placing take-out orders when the line was long had more recently given way to a throng of delivery services. Conlon continued: "There are all these people who have delivery services, and we're not even on them. They'll call us up and do a to-go order, then some guy with a backpack will come and pick it up. We just think he's a regular customer, but he's part of a company." Since the Paramount had a limited number of seats, Conlon recognized carryout orders as a valuable opportunity to grow his business, but that growth might come at the expense of longer wails for his dine-in clientele. Would the crowds continue to come if the line got even longer? Professor Ryan W. Buell prepared this case with the assistance of David Habeeb and Ruth Page. It was reviewed and approved before publication by a company designate. Funding for the development of this case was provided by Harvard Business School and not by the company. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright 2016, 2017, 2020 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800- 545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to www.thep.harvard.edu. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmilled, without the permission of Harvard Business School. This document is authorized for educator review use only by ALAN MCKITTRICK, Sinstitution) until Sep 2016. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860